We create next generation mobility services and vehicles

In vast swathes of the world, most movement has been halted. Once people are able to travel once again, will they go back to their old ways of moving around?

Unlikely.

In attempting to predict a likely future state for the automotive industry specifically, to me one thing is clear: this crisis will trigger a shift in consumer preferences.

I predict two main—but somewhat opposing—shifts.

##### __Firstly, more people will prefer to use a car rather than public transport.__

When people will once again be able to travel, it is fair to assume that many will be reticent to use public transport that is packed with people, in close proximity, touching dirty surfaces. Given the choice, would you be willing to do that on a daily basis to get to work? Or exposing your family to that?

Another factor to remember is that [falling oil prices](https://www.bbc.com/news/business-52367052) may make using a car more attractive, at least from an economic perspective if and when the fall in oil prices are translated to the prices consumers pay at the pumps.

##### __The second shift is that less people will want—or be able—to buy a car.__

While the value of having your own personal space is clear, the economic crisis means that people are not going to be able to afford a car. It is obvious that the immediate macro-economic impact of the crisis has led to high unemployment, which will directly translate into less demand for new cars.

Even for those people whose work has not been affected, many will have become accustomed to teleworking, which will likely become far more prevalent even once the crisis is over. This will mean that fewer people will need to commute, and those that do will do so less often, translating into less willingness to pay for an expensive/new car.

And what about the newfound, widespread focus on sustainability? This year’s crises—including the Australian bushfires and COVID-19—have brought people highly visible, immediate, and tangible effects of what is being characterised as a lack of respect for and acknowledgement of the limits of the environment. I predict that this will also have a downward effect on demand for new, privately owned cars. Yes, fuel prices might fall, but increasing fuel consumption and buying and throwing away cars are not going to be seen as part of the answer.

Given the reduction in willingness to use public transport and the reduction in ability/willingness to buy a new car, my prediction is that there will be a surge in demand for shared (and preferably electric) vehicles.

In the short term, this will be a boon for electric shared car service providers—such as Ferrovial’s Zity, VW’s WeShare, and Daimler/BMW joint venture SHARE NOW—but there are two key pain points that these services do not address:

• __Peace of mind around the service__: How will the service provider guarantee that the in-car environment—particularly the steering wheel, touchscreens, etc.—will not be contaminated.

• __Fitness for purpose of the vehicle__: Given that these vehicles were designed first and foremost for the private ownership market, do the cars do the jobs that car sharers want from them? What could they do better if they were built, first and foremost, for sharing?

I believe that both of these challenges strike at the heart of automakers’ traditional weaknesses, but could be sources of opportunity.

![](https://mormedi.com/cms/uploads/carsharing_zity_ferrovial_renault_8ac611f048.jpg)

##### __Designing a mobility service for the post-COVID-19 world__

It is no secret that automakers’ traditional strengths and core competencies in manufacturing have caused them to lag behind in how to successfully design for, and capture value from, Mobility as a Service, relying instead on a traditional waterfall approach beginning with the vehicle and considering the service a mere add-on.

How much more powerful would it be if an automaker really looked at the shifts in consumer behaviour, and designed new mobility solutions based on consumer pains and jobs to be done focused on the service, with the form of the vehicle following the function required from it?

We have seen mobility service providers quickly roll out minimum viable solutions to the coronavirus challenge: for example, [Didi Chuxing (China’s answer to Uber) started sticking up protective plastic dividers between drivers and passengers in its cars, setting up 46 shield installation points and 9 disinfection stations around Beijing](https://www.youtube.com/watch?v=YQXJJhf_goM). But this was in response to taxi drivers taking matters into their own hands and [making makeshift barriers themselves](https://www.youtube.com/watch?v=CXJHp_zmgTE), or even [wearing hazmat suits](https://www.youtube.com/watch?v=q2MxyONxfbg).

But these are temporary solutions that illustrate a real problem.

What could service providers—automakers, ride hailing companies and car sharing companies alike—do to ensure not only that vehicles are safe, but that people _feel_ safe?

To successfully address consumers’ concerns, companies must firstly make sure that they understand deeply what consumers care about and secondly, make service design a priority.

>  
> While in the old days, interactions with the car and the use cases for a car were limited to those dictated by one owner, shared cars will be used by multiple people for multiple different purposes on any given day. How could one car adapt to all those needs?
> 

##### __Designing a vehicle for the post-COVID-19 world__

Even if services are put in place to give users peace of mind around shared vehicles, the fact remains that these vehicles were never intended to be shared, and therefore are not built for purpose. Some upstart companies—Chinese/Swedish [Lynk &amp; Co](https://www.lynkco.com/mobility/more-than-a-car) springs to mind—have created cars with shareability in mind from the start, but we are still a long way from a car that has been designed with the needs of car sharing as being foremost.

While in the old days, interactions with the car and the use cases for a car were limited to those dictated by one owner, shared cars will be used by multiple people for multiple different purposes on any given day. How could one car adapt to all those needs? How should a car allow interaction with a multitude of different people?

##### __What could a purpose-built shared car look like?__

Answering these questions would require a deep study of customer needs and behaviours in different contexts, and an integrated approach that takes in service design and digital touch points, as well as the physical design of the car.

Any car company that does this could really build themselves a differentiated advantage. It is here that automakers could really shine, as Uber and other service providers cannot suddenly start building cars.

##### __Driving forward__

The world is going to look and feel rather different to the world we had before, and all companies must prepare to address new concerns and understand new consumer preferences.

An integrated design approach across service, digital, and physical, based on a deep understanding of customer’s needs and concerns, will be key to make the changes required to business for survival post-crisis.

Whoever answers the call to understand new consumer preferences and make a vehicle that is more adaptable, more sustainable, and with a service that feels secure, will surely find a place in the post-COVID-19 world.

What are you doing to prepare for this shift?



If you would like to discuss how we can help you generate new value for your customers, please email maruan\[at\]mormedi.com.



large_carsharing-zity-ferrovial-renault.jpg

medium_carsharing-zity-ferrovial-renault.jpg

small_carsharing-zity-ferrovial-renault.jpg

thumbnail_carsharing-zity-ferrovial-renault.jpg

carsharing-zity-ferrovial-renault.jpg

How can the auto industry give users want they want in the post-COVID-19 world?

![](https://mormedi.com/cms/uploads/Mormedi_FUCAM_27772ff049.png)

_Lower deck concept co-created by Mormedi as part of the Future Cabin for the Asian Market projec_

##### __What’s the current situation?__

According to [Moody’s](https://www.reuters.com/article/us-health-coronavirus-airlines/global-airline-capacity-may-fall-up-to-35-in-2020-on-coronavirus-moodys-idUSKBN2173A9), global airline capacity may fall up to 35% in 2020 due to the effects of the coronavirus.

When we look for reference points to compare with, there is little that can equal the current crisis. This crisis is orders of magnitude more devastating than the SARS outbreak of 2003. SARS affected the industry for a period of six months and was geographically rather limited, with almost 90% of the 8,096 total cases confined to China and Hong Kong. Unfortunately, this health crisis has spread all over the world, and will cause the airline industry to feel its effects for a much longer period.

##### __What actions is the industry taking?__

Airlines are already responding to this dramatic situation. Lufthansa announced last week that will retire 42 aircraft from its fleet, including six A-380s. With this reduction Lufthansa is reducing its future capacity by 20%. AIG also has cut its capacity temporarily by 90%. IATA has announced that airlines will likely be unable to reimburse the money for flights that will not operate due to a lack of liquidity.

Travel restrictions will probably continue until the end of 2020 in many regions. Countries will have new immigration policies regarding healthcare and stricter border controls.

##### __How will this affect the industry?__

With this situation I am afraid that the future of many airlines will be compromised; especially low-cost airlines. Airlines are coming under strong financial stress already and we are going to see many bankruptcies soon, as well as a spate of mergers &amp; acquisitions within the next 6 months.

I believe that leisure travel is going to be more affected than business travel for at least the next 6-12 months, and it is going to take us at least a few years to return to the same numbers of passengers flying as we had before the COVID-19 crisis.

That is not to say that business travel will bounce back quickly. This crisis has caused the majority of businesses to accelerate their digital transformation and teleworking efforts, teaching companies the power of—and potential cost savings afforded by—tools like Zoom, Teams, and Webex, which will surely be in much greater use even after this crisis is over.

The OEMs, led by Airbus &amp; Boeing, will also be tremendously affected. In my conversations with cabin interior suppliers, I hear that they are expecting a decrease in demand for new aircrafts of 30% over the coming years. We will probably see many aircraft orders cancelled or postponed. In fact, the low price of fuel will erode the rationale for efficiency savings enabled by newer aircrafts, such us the A350 and the B787, and many airlines will choose to maintain their older fleets.

##### __What will change?__

COVID-19 is going to change the world as we know it. The lockdown in place in many countries is going to provoke a change in consumer habits and a fundamental shift in values. Passengers that will travel in the future will care more about the cleanliness of the aircraft, privacy, and seat density. It could be reasonable to assume that the economic drivers that this industry has being dealing with over the last few decades will no longer be as valid. Many airlines will have to adapt their products to new requirements and travelling will become more selective and more expensive, much as it was 20 years ago.

I think there is going to be a lot of space for innovation. Airlines that are able to adapt quickly to this new environment will survive and will get out of this crisis in a stronger competitive position.

Airlines will have to review all their processes to become more efficient, like reviewing their cleaning processes to guarantee the health of the passengers (especially around the touch screens, dining tables, arm rests, etc.). Maybe reviewing the health of their passengers and cabin crew before boarding will become a new standard, in order to guarantee the health and safety of everyone onboard.

Airlines will also have to review how they go about their customer segmentation and look into customer preferences, as I am quite sure after this crisis preferences will have changed, and this will have an impact on cabin layouts &amp; LOPAs.

Inside the cabin, we are going to see an acceleration in the roll out of newer interfaces such as voice control (versus touch screens), as well as CMF that will be determined not only by aesthetics but also by antibacterial function.

##### __A time for renewal__

In conclusion, airlines will have to review the whole passenger experience and reconsider the entire user journey, as many touch points will have to be redesigned to adapt to our new circumstances and way of travelling.

Isn’t it likely that many passengers would pay extra for extra space and peace of mind—like not having anyone sitting next to them—when travelling in a sealed cabin?

The way we will travel in the future will be much different than it has been up to now, and hopefully, in a lot of ways, for the better.

_This article originally appeared in [Aircraft Interiors International](https://www.aircraftinteriorsinternational.com/industry-opinion/airlines-need-to-adapt-to-survive-and-thrive.html)._

If you would like to learn about how Mormedi can help your company innovate in transportation and mobility, contact us at madridHQ\[at\]mormedi.com.



large_Mormedi-FUCAM.png

medium_Mormedi-FUCAM.png

small_Mormedi-FUCAM.png

thumbnail_Mormedi-FUCAM.png

Mormedi-FUCAM.png

Convincing people to fly again will require cleaner, less dense, and more “contactless” cabins

![](https://mormedi.com/cms/uploads/unnamed_6_86b7e2f676.jpg)

Whilst most predict that __Autonomous, Connected, Electric &amp; Shared (ACES)__ vehicles will eventually overtake traditional vehicles, there are still many unknowns regarding use cases and how these may differ between different contexts and countries.

We brought together two top experts in mobility in order to identify the challenges and approaches that key players must carry out in order to succeed in the new mobility revolution.

Tesla’s former VP for EMEA and current CEO of b3 Energy, Ben Hill, together with Mormedi CEO, Jaime Moreno, discussed the challenges that incumbents and new players will face from a customer experience, infrastructure, design, and technology perspective.

Here are five takeaways from their discussion.

#### __Sustainability is expensive__

Although EVs have been on the market for some years now, the uptake has lagged the potential. This is due to the challenges that owning an EV entails. What are the pain points and the jobs to be done in order to ease the transition from regular cars to EVs?

According to Jaime Moreno, everyone wants to have a sustainable vehicle but not everybody is willing to pay a significant sum more upfront. Ben Hill agrees, and adds that when looking at all the charging difficulties and costs that owning an EV demands, it is normal that people would be hesitant. However, costs are coming down due to increases in volume and scale. Also, the technology that we have right now will improve and/or change in the next 3-5 years, therefore alleviating certain challenges such as battery limitations and charging infrastructure in cities.

![](https://www.mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/07/DSC02331-1.jpg)

#### __Fear of the new__

One point that was brought up by Ben is the fact that people are afraid of owning an EV. From the customer experience perspective, people don’t think EVs will have enough range for long trips. Another concern is the ability to charge the vehicles due to a lack of infrastructure in major cities and roads.

Likewise, Jaime indicated that range is one of the biggest problems. “Many people only have one car. If people cannot use their car to go on a holiday trip, they’re not going to buy one.” However, Ben added that EV technology is not standing still, it will improve, and we will overcome these barriers.

#### __The cleanest of the dirty options__

We think of EVs as being a green and eco-friendly solution to mobility. Nonetheless, it is a reality that lithium batteries have an impact on the environment when they are disposed.

Jaime indicated that people are concerned on what will they do with a lithium battery once they cannot use it anymore. If disposed incorrectly the entire sustainability purpose will be lost. This being said, Jaime still believes that EVs represent a great answer to pollution in cities. According to Jaime, in the next 3-5 years we will see many central areas of major cities forbidding the entrance of traditional combustion cars, thus forcing their inhabitants to adopt new mobility solutions.

Ben explained that we have very strict legislation on how to get rid of lithium batteries and companies in place to do that recycling: “You can probably recycle and reuse 70% of the batteries; the other 30% that cannot be recycled needs to be disposed as a chemical waste. However, this is still the cleanest of the dirty options, but as long as you can recycle and get the maximum value from lithium batteries it will be our best option.”

![](https://www.mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/07/DSC02338-1.jpg)

#### __AVs: enjoy the ride__

Regarding Mobility as a Service (MaaS), it is likely that in a few years we will see the vast majority of passenger miles done in fleet vehicles than in private cars, especially with the potential transition to autonomous vehicles (AVs). If people are currently skeptical about EVs, how difficult will it be for customers to accept AVs?

According to Jaime, manufacturers and auto companies need to develop trust with consumers. He believes that there is already some precedent, and gives the example of driverless metro trains in airports and the fact that passengers are comfortable with those. Nevertheless, Jaime believes that “people do need to feel safe in the streets; this means there needs to be a change of behavior and for a change of behavior we might need 3-7 years.”

AVs also raise the question of what the passenger experience will be when people transition from being drivers to being driven. When looking at the different types of services that auto companies could offer AV passengers, Ben commented, “In today’s world everyone is connected except from when we are in a car. If we are connected in a car it means that we are doing something illegal or dangerous… AVs bring an opportunity to the table to make dead time productive.” This brings an excellent opportunity for retailers, personalized services, etc. Strategic design, with a focus on customer experience, plays an important role in uncovering customer needs and designing for them, said Ben.

![](https://www.mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/07/DSC02343-2.jpg)

#### __Winners and Losers__

Finally, we asked our two speakers who will be the winners and the losers in the EV revolution. Who will profit from the changes and who will suffer as mobility changes over the years?

Ben believes car companies will have difficulties uncoupling themselves from the dealership concept, meaning they will have to innovate or change the way they see the market. The same goes for petrol companies, which will have to rethink their retail concepts to continue to make money.

Moreover, Ben believes users will win big. For example, some EVs have the ability to store electricity that can—depending on the country’s legislation—be sold back to the grid. According to Ben, this will reduce the need for centralized power generation at power stations and could significantly reduce the cost of electricity.

For Jaime, in the next decade, 80% or more of new vehicle sales will be to fleets, and margins will be lower for vehicles. “I believe in that there will be a merger between dealers and brands, as well as a reduction in the number of car brands. So, in 10 years I believe that we will definitely see the biggest disruption in the auto industry in a century”.



large_FME.jpg

medium_FME.jpg

small_FME.jpg

thumbnail_FME.jpg

FME.jpg

Electric Vehicles and Beyond: Towards a More Sustainable Mobility Future

![](https://mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/04/shutterstock_268840466.jpg)

Nobody can resist the changes we experience daily. The airline industry knows it and they are starting to respond to the great challenges they are facing. What is the future aircrafts going to look like?

__The tubular world__

The tubular aircraft structure is here to stay for at least another 30 years, so the industry will have to get creative to enable larger passenger density in the same amount of space. We have witnessed several solutions thus far that address this issue such as double deck in a single cabin or seat stools. These solutions might seem far away but fuel prices will raise in time and airplanes are not going to get any bigger, so don’t be surprised if they become a reality.

__Personalized &amp; memorable experiences__

With aircraft architecture as a main limitation, airlines will need to compensate with a greater experience, more customized towards each passenger and more flexible. Technology will be a key player in this improved experience enabling the customer to design their own experience prior to the flight. In the same way they plan their trips, they will be able to arrange their flight “configuration”. &nbsp;We are already seeing some examples of this: Latam”s [On Board Magazine](https://www.youtube.com/watch?v=fMyKwh_2FLY). According to [APEX the Airline Passenger Experience Association](http://apex.aero/6.1/January-February), 75% of millennials value experience over material objects.

__Flexible &amp; comfortable solutions__

Another key point in this ideal customer experience will be &nbsp;related to cabin space and seats, as they will become more flexible, allowing passengers to work, rest and play at any time. Expect to see the latest technologies, including full connectivity with all devices. New comfort technologies such as aromatherapy or light therapy will be included to help passengers cope with the long trips. &nbsp;Seats will be treated as passengers” kingdoms, peaceful cocoons with everything at the reach of their fingertips.

__Towards fly sharing__

Sharing services like [Uber Chopper](http://www.businessinsider.com/uber-is-going-to-use-airbus-helicopters-for-its-on-demand-sky-taxi-service-2016-1?pundits_only=0&amp;get_all_comments=1&amp;no_reply_filter=1#comment-569cf7588d3eaee50d3ba900) will take a small piece of the pie, being a market player for short and medium haul flights. These services have the flexibility passengers demand from airlines and will add pressure to transform the industry, as it has happened with ground transportation. Expect to see some serious changes, reselling your ticket and even more incredible last minute deals could become a reality.

__Green revolution__

It is a fact that engines are getting more efficient, fuel prices will rise in the long-term and e-technologies are surfacing in parallel sectors (eg. automotive). Sometime in the next few years, we should see a switch towards green energy in the aircraft industry. Although now it is at a pioneering stage, for example: [Solar Impulse](http://www.solarimpulse.com/), it should become a reality in the next 50 years. This technological leap will be accompanied by a change in aircraft architecture, with larger and wider cabins, and unusual shapes that will allow for larger passenger density and less energy consumption. We have already seen great unorthodox concepts from Airbus or [NASA](http://www.nasa.gov/topics/aeronautics/features/flight_2025.html).

As a highly competitive industry that hasn’t changed a lot in the past few years, it will be exciting to see how external elements impact the evolution of the aircraft industry.




large_shutterstock_268840466.jpg

medium_shutterstock_268840466.jpg

small_shutterstock_268840466.jpg

thumbnail_shutterstock_268840466.jpg

shutterstock_268840466.jpg

Future Challenges for the Airline Industry

![](https://mormedi.com/cms/uploads/Mormedi_Medium_Ilustracion_ac9cbc0b33.jpg)

There can be no doubt that the COVID-19 pandemic has been a tragedy for the airline industry. But, to say that the pandemic is to _blame_ for the industry’s crisis might not be entirely true. The industry’s structural problems predate this latest crisis.

The pandemic has helped nudge the industry off a precipice, but this need not be a fall into a void; this could be an opportunity to rethink the aviation business model, and to take the first steps to becoming a _sustainable_ industry in every sense of the word.

Think about the industry pre-COVID-19. When airlines were focused on finding ways to make air passenger and cargo transport profitable in an ultra-competitive, low-margin, offer-saturated market. Governments were considering policies to address climate change. While people were looking for mobility that was practical, convenient, sustainable, and that gave them a good experience whether by train, plane, bike, scooter, Hyperloop, or all of the above together.

> Thus, in recent years __new multimodal transport models__ have emerged to respond to the need to speed up travel in cities and improve the passenger experience.

Uber understood this and, from about a year ago, has allowed customers to [access real-time information](https://www.uber.com/es/en/ride/transit/) about nearby public transport stops and departure times in several major cities around the world from within the Uber _app_. It’s like an airline recommending that you travel by train to save time and money…

Along with the emergence of these new transport concepts, people have begun to question the actual costs of the “fast“ world in which we live. It began with the backlash against “fast food” in the early 2000s. A decade later, people were focused on the true impact of “fast fashion”. And now, the time of reckoning has come for “__fast tourism__”.

It is true that we are the most well-travelled generation in history, and that the low-cost model in aviation has been able to democratise a means of transport that for decades was out of reach for many. However, it is time to think about the real cost of going to Rome for a weekend, beyond the 20 euros each way that Ryanair charges you.

As with clothing, fast experiences may not really give you the time to enjoy them. And what about all the pollution you generated to get that selfie at the Colosseum?

> The business model of airlines must go beyond a race to increase and fill capacity at all costs. Which leads us to another victim of this crisis: __the passenger experience__; a subject that we like to talk about a lot at Mormedi.

Passengers are now hyper-demanding and empowered thanks to that most lethal of weapons to the hegemony of corporate communications: social media. Airlines are struggling to justify that a person must be treated like cargo because they “only” paid 20 euros for their seat—even though some airlines have attempted to [charge people depending on their weight](http://www.bbc.com/autos/story/20161020-should-obese-passengers-pay-more).

This is what happens when you have a business model that operates at the limits of efficiency and profitability: the slightest variation will affect the bottom line.

To conclude, COVID-19 may end up being that nudge the airline industry needed to completely reformulate its business model. What could be the implications for an airline industry in a world of decreased air traffic?

It may be that we travel less, but that our trips are of a higher quality, in which we will actually enjoy the whole journey, from the purchase of the ticket, to the journey to the airport, the walk through the boarding gates, and the on-board service until we arrive at our destination. And all this within a business model that is sustainable and proactive in driving transformation, because as the environmental activism of the Greta Thunberg generation has shown, there is a large gap between government regulations and civil society, and policymaking tends to be longwinded and meek.

At Mormedi we are aware of this gap and the urgent need for companies to move forward. To help companies create differentiation and competitive advantage through a coherent sustainability strategy we have created the __Mormedi Sustainability Compass__: a tool to find opportunities for innovation across the lifecycle of any product or service, while ensuring that you deliver the best user experience.

__For more information on how we can help make your business more competitive and sustainable, please contact us at madridHQ[at]<span>mormedi.com</span> or visit mormedi.com.__



large_Mormedi-Post-ilustración.jpg

medium_Mormedi-Post-ilustración.jpg

small_Mormedi-Post-ilustración.jpg

thumbnail_Mormedi-Post-ilustración.jpg

Mormedi-Post-ilustración.jpg

Is COVID-19 Really to Blame for the Aviation Industry Crisis?

The latest trends and <a data-feathr-click-track="true" href="https://insights.aircraftinteriorsexpo.com/2021/01/08/new-report-2020-aviation/" rel="noreferrer noopener" target="_blank">reports</a> are showing that narrow-body aircraft are set to lead the recovery for both short- and long-haul flights. However, this will lead to some design problems that airlines, seat manufacturers and OEMs will need to tackle with new innovations and designs

To get an idea of how airlines can overcome these problems in 2021 and beyond, we sat down (virtually) with Jaime Moreno, founder and CEO, Mormedi, a strategic design and innovation consultancy.

### __What will need to change for the airline industry to recover?__

The COVID-19 pandemic has put global airlines under significant financial strain. Facing slow demand and low fares, airlines are seeking a return to profitable operations by utilising newer, smaller, and more fuel-efficient narrow-body aircraft.

There is little doubt that airlines will be shifting to narrow-body aircraft. Just as we have seen airlines putting an end to their leases for aircraft like the [A380 ](https://www.airbus.com/aircraft/passenger-aircraft/a380.html)and [Boeing 747](http://www.boeing.com/). The longest commercial single-aisle flight to date was in an [A321neoLR](https://www.airbus.com/aircraft/passenger-aircraft/a320-family/a321neo.html) and clocked in at 8h 32m. A passenger-less [A321LR](https://www.airbus.com/aircraft/passenger-aircraft/a320-family/a321neo.html#a321lr) test flight has proven that even an 11h flight is possible.

## _Premium economy set to boom_

The first trend will see more airlines increasing the number of premium economy seats, and possibly moving to fully “premium” flights where the only seat options will be business and premium economy. This will offer all passengers more spacious seats and will offer airlines higher revenue as it will allow them to increase prices.

I believe there will be a higher willingness to pay for an overall more comfortable flying experience as we head towards a recovery in the industry in the next 5-10 years. We have already heard airlines come out and say that premium economy is the most profitable part of the plane, so I can imagine that airlines will want to continue to increase their premium economy offering.

Think about this: in the next 8 years all baby boomers will have reached retirement age (65), and they hold the majority of wealth (57% of all wealth in the USA). So, from a leisure travel perspective, we can imagine these people taking a few trips a year and they will happily pay a premium versus the old economy experience in order to have more space and better service.

__What could an improved service look like?__

I would start thinking about the ways in which operators can appeal to an improved service even before you board the aircraft. We can imagine that a premium experience will require that boarding will naturally be done by airbridge and that you will not be forced to go down onto the tarmac. In addition, the reduced boarding time for a narrow body with fewer than 150 seats compared to the 800+ seats of an A380 is an added bonus.

__How about the seats themselves?__

I believe that there will be an increase in premium economy seats. Nowadays, the standard seat pitch is 30 to 32 inches in economy class for most carriers, but we should see this increase towards 36 to 40 inches for the majority of seats. Every seat would be window or aisle, with no middle row to be stuck in.

__And the rest of the cabin?__

The rest of the cabin would have to be rethought for long haul narrow body flights. Lavatories will naturally need to be bigger. Moreover, think about how on a wide-body long haul flight you have the middle galley area where people like to go and stretch their legs; you don’t have this space on a narrow-body aircraft. Galleys are bigger on wide-bodies, to enable the preparation of a more premium meal-offering, so we need to rethink the galley space for an improved service within new constraints.

__How would this affect the onboard service and passenger experience?__

Single aisle aircraft will have fewer staff to provide the inflight service, so we could imagine a new service model. One that combines ordering and bringing pre-ordered food into the aircraft, or a combination of served and self-service meals onboard, to give people the opportunity to get up and stretch their legs during the flight, as well as perhaps giving airlines more upsell opportunities.

There needs to be a strategic plan in place due to the limited amount of space, to avoid bottleneck issues with lots of people walking around the cabin, but you do want to allow people to feel free and comfortable onboard.

There are a lot of development opportunities to master in this area, both in understanding the evolving needs of the passenger, as well as being creative about designing new services and interiors. I, for one, look forward to the challenge.



How narrow-body aircraft will drive the recovery

![](https://mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/04/1-1-1.jpg)

__Passenger Well-Being: The Driving Force for Change__

The first thing that called our attention at the expo was the importance that user experience and well-being has taken on during the last few years, and how designing each element of the cabin has become more and more significant. Although it may seem to passengers that the only thing important to airlines is cabin density, it is also true that airlines are placing an additional emphasis on offering services that differentiate themselves from competitors.

This was reflected in the activities available at the expo (e.g. workshops about the passenger experience in airplane cabins in the future) and the display of evolving design and technology that is having a great impact on all elements of the cabin. Passengers now expect more than the standards of the past. They expect a level of finishings available in other products, for example automobiles (where the standards are high, but the regulations less restrictive).

Amongst many things, we checked out GGI Solutions’ buttons that were tactile and integrated into the surface of the seats, as well as their lighting design elements that offered a variety of personalization options. Baedlight Aerospace showcased a new and more functional passenger reading lamp. Sekisui presented a collection of translucent lighting panels that would create a more “warm” cabin interior.

__Materials for Every Taste__

For us, the expo was an ideal place to meet with materials providers and see their newest offerings. Lantal y Rohi showed us fabrics that with a simple change of color were able to produce unique visual effects.

The finishes on show produced a more welcoming environment. Sewing and seat shapes are gaining even more importance, and there was greater use of textile materials (e.g. Lantal’s “seat pockets”) in items that used to be plastic and in seat shells (MGR Foamtex’s use of composite materials in complex geometric laminates).

In terms of plastics, SEKISUI SPI showed solutions that lit up like wood and created different pattern designs thanks to detailed textures of its KYDEX® Lumina™. Meanwhile, Boltaron had thermoplastic pieces with metal look finishing that had a realistic feel to the touch (they even felt cold!). Floor manufacturer Gerflor displayed a collection of products that imitated concrete and wood, and that work well in common areas of planes, First Class and Business Class.

With these advances, designers can propose esthetic combinations that meet strict industry regulations and are low weight.

__Technology and Entertainment__

In response to customer demands, airlines are investing in and have internal teams doing research (as is the case of Lufthansa Systems) in the area of entertainment and telecommunication technologies. There was an entire pavilion at the Aircraft Interiors Expo exclusively dedicated to this topic.

Passengers want an easy-to-use and fully integrated connectivity throughout the flight to enjoy their content. The trend is for them to use their own devices during the trip, and for this reason AIM Altitude has developed interesting products that keep mobile phones and tablets steady on the table while also charging them wirelessly. 

There was also a great presence of technological solutions designed to reduce the latency in communication and increase the navigation speed within the airplane. Even still, there is a long way to go in terms of connectivity, integrated services, and especially, in UI/UX.

__FUCAM: Solutions for the Future Asian Market__

Mormedi and the FUCAM consortium showed various design possibilities for the future cabin for the Asian market. As part of the display, users could experience the future Business and Super Economy seat concepts through virtual reality glasses. Walking through the expo, it was interesting to see the variety of companies showing prototypes and materials that aligned with the proposals we made for the FUCAM Super Economy seat design.

Brands such as Sabic, DNK Carbon and Mirus, displayed carbon and composite based (as principal materials) seat concepts, that produced highly resistant and lightweight structures. Franklin Products surprised us with a tourist class seat with a mesh back support (similar to that of FUCAM) that achieved a significant reduction in weight in comparison with foam based seats. Vanema, specialists in seat fillers, presented a new technology to reduce weight and improve comfort, that is already being incorporated into Stelia”s Solstys III seat. &nbsp;&nbsp;

In addition to making new contacts with companies in the sector, the Aircraft Interiors Expo is an impressive showcase that inspires us to be up on the latest trends and continue learning to best meet our clients’ need for innovation.

We believe it’s clear to the aviation industry that there is no future without keeping passengers at the forefront, and there is a need to develop solutions not only in terms of product, but also in service and experience. Aside from the traditional personalizable elements (i.e. seats, textiles, colors), more design options are being considered for all parts of the cabin (e.g. buttons, monuments, galleys), and a much greater emphasis has been placed on services and a holistic passenger experience.

Mormedi, with our extensive experience and multi-disciplinary team, is well positioned to propose innovative design ideas that will lead to more satisfying and memorable user experiences not only in the aviation sector, but others as well.



large_1-1-1.jpg

medium_1-1-1.jpg

small_1-1-1.jpg

thumbnail_1-1-1.jpg

1-1-1.jpg

Our take from Aircraft Interiors Expo 2018

Last Tuesday, December 8th, I had the opportunity to present together with&nbsp;[María José Vargas Díez](https://www.linkedin.com/in/ACoAAAdWJSwBwuh-ioOtLvAEpN4cONGwDtEOTls), Head of Innovation Strategy and Culture at&nbsp;[Talgo](https://www.talgo.com)&nbsp;at the&nbsp;[RedCabin](https://railway-interior-summit.redcabin.de)&nbsp;__Railway Interior Innovation Summit__, a two-day&nbsp; event that gathered together over 60 representatives from rail operators, manufacturers, and design firms to share and explore ideas for the future of rail.

Due to increased competition and the effects of liberalization, a fresh wind is blowing through the rail industry. However, at the same time it continues to be challenged by a high pressure for cost efficiency and optimization, a strict regulatory context, and somewhat rigid tender processes.

Despite these challenges, passenger experience is now top of mind and the excitement and desire for innovation was palpable in all presentations and conversations.

Here I want to share some key takeaways on the train travel of the future:

__A key role in building a multimodal transport system__

Train travel should be easy, convenient, flexible, and fully integrated with other modes of transport, not only to build the multimodal transport system needed for developing a smart city, but also because operators need to look for new ways to attract current passengers and non-passengers to using rail more.

__The importance of knowing the passenger__

Building a long-term relationship with passengers by understanding their needs and preferences opens up the opportunity to offer a more personalized experience.

It is important to know that the journey starts long before you actually get onto the train; it is critical to blend and integrate the online and offline part of the journey.

This also means that rail must ensure accessible solutions for all passenger typologies. There is a lot of work still to do in this area, especially in light of the aging of the global population.

Rail could certainly learn from the car industry in terms of showcasing new concepts and designs, being more aspirational to satisfy the need for “icons” that show the way forward, and that will create a buzz beyond the sector.

__Thinking long term__

One important challenge for the rail industry is to anticipate the future, especially with a product that has such a long lifespan. A train will likely be around for more than 20 years, so you really have to think what is going to change in these 20 years in order for this product to be able to survive.

Finally, when thinking about the long term, collaboration and support will be key. This means operators and manufacturers should collaborate more to achieve richer results. The industry should also work together with the authorities to support the push for more quality and sustainable solutions.

If you would like to set up a chat to discuss how Mormedi can support you in creating a customer-centric mobility experience across vehicles, spaces, and services, please email __laura@mormedi.com__. 



large_Railway.jpg

medium_Railway.jpg

small_Railway.jpg

thumbnail_Railway.jpg

Railway.jpg

The future of rail, a fresh wind is blowing

![](https://mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/05/car-connection-dashboard-1305305.jpg)

There is no doubt that the future of urban mobility is based on three fundamental technological developments; connectivity, electrification and autonomy. All are in very different phases of maturity, each following its own particular innovation curve.

The development of mobile connectivity has already favored, for some years, the appearance of new business models and forms of ownership, and has transformed the way in which we travel in the public, private and public/private sectors. The electrification of vehicles is already a reality, with the first 100% electric plugin rechargeables circulating around the city. It appears probable that vehicles of Level 4 autonomy (entirely autonomous) will arrive, according to experts, by 2025-2030.

This gap between the three innovation curves and the intimate relationship they have, make their convergence in the mobility sector experience the most important technological revolution since the invention of the car. During this period of change, we are witnessing the entry of new competitors that are altering the status quo of an industry previously reticent to change. Only time will tell who comes out the victor of this revolution and who will end up experiencing a “Kodak moment”.

In this article, we focus on the electrification of vehicles and specifically the impact they are having on urban mobility.

During this period of change, we are witnessing the entry of new competitors that are altering the status quo of an industry previously reticent to change. Only time will tell who comes out the victor of this revolution and who will end up experiencing a “Kodak moment”.

### __Brief History of the Electric Vehicle__

“Range Anxiety” – developing the recharging infrastructure, changeable rechargeable batteries, and pricing by distance traveled – are innovative concepts with which we are familiarizing ourselves today. However, you may be surprised to know that the golden age of electric vehicles was at the beginning of the 20th century when they were first developed.

The Flocken Elektrowagen produced in 1888 until the beginning of the 20th century, generally considered to be the first electric vehicle, had great success and it’s estimated that in 1900 around a third of all vehicles on the road were electric. 

With the development of infrastructure, the increase in the distance that could be traveled and the finding of large oil reserves, electric vehicles progressively lost market share against the combustible engine to the point of primarily being used only in very specialized circumstances.

### __Why Today?__

The renewed interest in electric vehicles is due to two fundamental factors; the technological advances in batteries and added regulatory pressures that are being brought forth by international, national and local governments. 

It may seem strange to think that the rebirth of electric vehicles is linked to our mobile telephones, but the reality is the improved efficiency and reduction in price of these batteries has lead the way for an incredible increase in mobile devices, particularly smartphones. McKinsey estimates that within the space of five years, the price per kWh decreased from 1000 USD to 350 USD. With new mobile device technological applications that make use of stored energy arising daily, it wouldn’t be unreasonable to think that this process will only accelerate at an even faster pace.

Another fundamental factor to take into consideration is pollution due to gases that contribute to the greenhouse effect and suspended particles. Governments are implementing stricter and stricter measures to reduce emissions by imposing taxes and traffic restrictions. The worries over pollution and sustainability are only exacerbated by projections of increased urban development. According to the United Nations, in 2030, 60% of the global population will live in urban regions as compared to 54.5% in 2016. The forecast is that of this 60%, at least 27% will be concentrated in cities with populations of more than 1 million inhabitants and (of this 27%), approximately 8.7% (730 million people) will be in cities of at least 10 million inhabitants. 

The infamous Volkswagen “diesel gate” sped up the vehicle “electrification” of many manufacturers. In the case of VW, a few months later they sent out the message that diesel didn’t have a great future. They announced the production of 30 new electric-hybrid models during the next 10 years and a profound restructuring of their workforce. &nbsp;

Another important movement in the automobile industry and the electrification of vehicles was protagonized by Volvo when they announced in June 2017 that all of their new 2019 models would have electric motors (solely electric or a combination of electric with another type). According to Volvo, the announcement represented one of the most significant that any manufacturer had made in recent years and highlighted the decline combustible engines are going to suffer as the transition is made to a new chapter in automobile history.

### __Search for Efficiency and Diversification__

Electrification makes even more sense if it simplifies and reduces the massive volume of vehicles. An example of this is the many types of electric vehicles that are appearing on the market.

Under the premises of searching for a more balanced mode of urban transportation in high-density cities, electrification will be given a push by regulatory changes more so than the needs of consumers.

The “forced” electrification that will occur in the coming years, aided by the developments in connectivity and new shared consumption models, will lead to a paradigm shift and polarization of commercial models where the majority of passenger vehicles will be owned and managed by public and/or private organizations – urban transportation 100% as a service. 

This transformation of urban transportation to a service and reduction of private vehicles will without a doubt promote multi-modality. The future of urban mobility will depend not only on the compartmentalized connectivity of new shared consumer models promoted by private organizations, but also on the more efficient connectivity of the different public-private systems that can meet the demands of the new “on-demand” economy. 

In this rebirth of the electric vehicle many diverse factors have been involved and design has to take on its responsibilityâ€¦that is to find an optimal way to produce a real and positive impact for end users.

### __Design Approach__

It is necessary to make in-depth observations of the factors that affect mobility and do so from many different points of view. As designers, we are specialists in observing things in various contexts, analyzing and reflecting upon what we find, and reaching conclusions that permit us to define valuable solutions for the future.

The solution to the urban mobility question isn’t just adapting cars as they are today…a machine that weighs 1500 kg, occupies 10m2 and transports at least 2 people. We shouldn’t transform current combustible fuel vehicles so that they function with batteries instead of gasoline. Combustible fueled vehicles belong to another era.

Our focus should be profound and rigorous. We should be brave enough to question everything and be open to discover and propose new ideas. We apply methodologies that allow us to be capable of putting ourselves in future scenarios in order to design real innovations. We should avoid the adaptation and trial-and-error dynamic that takes years, is expensive, and doesn’t permit us to keep up with the “social” rhythm.

Change has started to come. The diversification of vehicles we see on our city streets is opening the way to new possibilities. The challenge is to go from a vehicle that isn’t truly satisfying to anyone – to vehicles that are new, better adapted and satisfy and benefit everyone as individuals and as a society.

This will only be possible if it is supported by technology. We can’t make a step change if we limit our possibilities to making new technologies fit in with an archaic conception of what vehicles should be. After many years of development, we must now take advantage of possibilities to create new “native” electric vehicles, rather than just following the traditional combustible vehicle architectures that don’t give us the same amount of freedom. We shouldn’t be adapting designs to the spaces that technology allows us to, but instead developing a more flexible vehicle “package”. The potential of innovation and its impact on design will depend on the interpretation of these new technologies.

### __Conclusion__

A century ago we discovered that electricity could also be used to power automobiles, but it wasn’t in synch with other factors necessary to proliferate in the market at the time. In that moment, the combustible motor represented the best compromise. History followed its course and 100 years later, the moment has arrived. It seems many things have now come together to create a favorable context for the electric vehicle’s success. However, the wait has been worth it because what we are facing today isn’t just a slight change that offers incremental value, but we are instead upon the precipice of a great paradigm shift.

New vehicle typologies are being born, and others discovered, that have undeniable relevance to mobility in our everyday lives. Design, as a discipline, is essentially user-centered, and therefore a should be considered a fundamental tool in the development of future mobility systems. 



large_car-connection-dashboard-1305305.jpg

medium_car-connection-dashboard-1305305.jpg

small_car-connection-dashboard-1305305.jpg

thumbnail_car-connection-dashboard-1305305.jpg

car-connection-dashboard-1305305.jpg

The Future of Urban Mobility

Companies of all types—across telco, energy, technology, devices & appliances, FMCG, health, fitness, and many others—are scrambling to find ways to build an ongoing relationship with customers through new services. The problem is that the past year has brought with it an acceleration of existing trends, as well as brand new trends, that make it difficult to keep up with the changing needs and wants of customers.

As industries continue to converge, companies will need to think outside the box, and seek to offer value in new ways.

We have outlined 8 of the key challenges that companies from across industries need to be thinking about when they design new services to respond to customer requirements in 2021 and beyond.

__Entertainment media__

The lockdowns have obviously fuelled additional growth in social media consumption, TV hours watched, and OTT media subscriptions. At the same time, physical separation has increased the need for connection and participation in a virtual setting. This has driven a large increase in the consumption of video and gaming as social activities.

## __Challenge 1:__ How can your organisation increase engagement through social, video, and gaming?
  
   
  
__Health & Wellness__

The pandemic has put health at the top of everyone’s mind. People are now particularly conscious about how they can remain healthy.

From a fitness perspective, new habits have been formed around connected home workouts, utilising video and specialised equipment like Peloton.

From a health perspective, there has been a large shift to online health management, with 76% of people saying they are now interested in using telehealth.

## __Challenge 2:__ How can your organisation utilise its position to support the health and wellness needs of customers?


__Home Assistants__

Smartphones and smart speakers are the devices of choice for most voice assistant users, but use is also rising in cars, on smart TVs, smart home components, wearables, appliances, and other connected gadgets.

Millennials are the heaviest users, but use is rising among all age groups, including children, teens, and seniors, especially as more people work, study, consume entertainment, and conduct personal business from home.

And don’t forget payments: by one estimate, there will be $164bn in transaction value via smart speaker in 2025, up from $22bn in 2020.

## __Challenge 3:__ How can your organisation increase its presence in the home ecosystem?


__Education__

At the peak of the global lockdowns imposed to counter the spread of COVID-19, 1.6 billion children were out of school.

Parents are keen to spend money on their children’s education to supplement the time lost at school, as well as to keep children engaged in a productive way while they are reducing their interactions out of home.

Greater access to connectivity and devices, as well as better materials and affordability, will continue to drive adoption.

## __Challenge 4:__ How can your organisation offer new value to children and adults related to education and edutainment?


__Telework & Connectivity&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; __

The outlook for remote business growth is positive. In fact, 82% of company leaders plan to permit remote work after pandemic.

The rapid growth in popularity in teleworking has revealed some worrying issues, however. Though companies are developing increasingly robust encryption, cyber-attacks have proliferated in recent months. Crimes such as phishing, information theft, extortion, and attempted breaches are the order of the day.

## __Challenge 5:__ How can your organisation take advantage of the increase in working from home to offer better connectivity and security?


__Security & Control__

The focus for many people has become their home, and as such consumers are both trying to control their bills while managing their energy, heating/ventilation/AC, and monitoring the safety and security of their family and property. This is an area ripe for growth.

## __Challenge 6:__ How can your organisation become the go-to partner for consumers peace-of-mind needs?


__Food & Nutrition__

People’s relationship to food has changed; baking has come back as a hobby, and food-as-a-service has become established.

One of the more unexpected outcomes of the lockdowns due to the pandemic was the rise in home baking, as a hobby, distraction, and stress-reliever. Global searches for the term “sourdough” grew 325% over the last year. So, while people turn more to the kitchen as a hobby and pastime, from a convenience perspective, people are now much more used to utilising online food ordering services. JustEat, the world’s largest online takeaway platform, said UK orders rose 88% in the first two months of 2021.

## __Challenge 7:__ How can your company fit with the new needs of how customers cook and enjoy food?


__Consumer electronics & appliances __

COVID-19 has caused some fundamental changes in the types of activities people do at home, and this is being reflected in the types of devices that are in demand.

The rise of work from home has caused a short-term increase in the sales of computers and monitors. The rise in the home office could signal opportunities for devices that help people not only work, but also relax and study in an environment that reflects their needs and values.

## __Challenge 8:__ How can your company react to the need for devices that offer convenience, efficiency, personal care, and leisure?


If you are interested in discussing how best to understand and design services for the changing needs of consumers, please write to laura@mormedi.com to arrange a chat.


## [Click here to access the full paper](https://www.mormedi.com/en/connected-services/)



large_Challenge6.png

medium_Challenge6.png

small_Challenge6.png

thumbnail_Challenge6.png

Challenge6.png

The 8 key challenges for designing services that customers want in 2021 and beyond

![](https://mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/05/light-streaks-light-trails-long-exposure-1716134.jpg)

Spain, with more than 3,000 high-speed train track kilometers, tops every other European country in this regard, and stands third in the world behind only China and Japan. Moreover, Spain”s railway structure has 11,483 km of conventional railway, 119 km of mixed system railway and 1,207 km of narrow-gauge railway.

The Spanish railway industry has offered innovative next generation products and solutions that have been developed and implemented in more than 80 countries. It has become a leader and worldwide reference in the sector as recognized by MAFEX, the association that joins together more than 70 Spanish railway industry enterprises and accounts for about 85% railway exports from the country.

The number of sub sectors involved in the value chain of the rail industry is extensive: construction, electrification, stations, maintenance, fixed materials and equipment, components and onboard equipment, machinery and equipment for rolling stock manufacturing, manufacturers, builders, interiors, security, engineering, consulting, signaling, traffic control, telecommunications and ticketing. To maintain their leading positions in the Spanish railway sector, the companies that provide such services must invest in continuous innovation and technological development as a prerequisite for participation in the business. Their innovative solutions have been developed and implemented in railway projects carried out both in Spain and in international markets, as more than 50% of exports of Spanish SMEs are to countries of the European Union, one of the most demanding railway markets in the world.

The Spanish railway industry has offered innovative next generation products and solutions that have been developed and implemented in more than 80 countries.

In Spain alone, RENFE transported more than 465 million passengers in 2015. RENFE Cercanías carried more than 1,100,000 people per day, while its high-speed trains (AVE) and Long Distance, ended the year 2015 with almost 31 million passengers, a record second consecutive year.

Increasing the volume of customers each year requires significant investment in technical and economic resources, and user satisfaction is and will be key to the business. Evolving the user experience is essential, especially in the context of the arrival of new generations of passengers, who may enjoy new habits that must be satisfied to attract and retain them as customers.
  
  
  
We must analyze their expectations, adaptability to new technologies, new ideas about comfort and efficiency, concerns about the sustainability and security. We also need to advance in terms of accessibility for all users, study the implications the ageing population, needs of disabled people, passengers carrying baggage, sustainability, safety, etc. 

In short, the customer experience must be defined to the smallest detail, from how to buy a ticket to the environment of the station entrance, hallways, corridors of access, wagonsâ€¦

In the immediate future we will see innovative railway station concepts, with new furnishings capable of satisfying the user experience needs of the most demanding customers. We will see solutions that meet the needs of consumers who are increasingly aware of the value of railway services, and who care about sustainable solutions and want to make the most of their trips.

Having a good understanding of consumers, and adding value to maintain and increase the differentiation between railway travel and its competitors, is necessary. Otherwise, railway transportation will become a market of cheap seats, and without any special attraction, companies may not make their economic forecasts by objective values. If railway companies do not have unique selling points, the user – mostly unfaithful – will change to other means of transportation at their convenience. It is imperative, therefore, to increase customers loyalty and make them change the habit of looking for the cheapest option.

Redesigning the passenger experience by offering onboard services with higher added value is just what the traveler demands, as is providing better and/or additional services before boarding and after disembarking.

Perhaps, without losing sight of economic figures, by putting the passenger as the center of the operation, not the train, the railway sector can achieve higher revenues and convert travelers into loyal allies.



large_light-streaks-light-trails-long-exposure-1716134.jpg

medium_light-streaks-light-trails-long-exposure-1716134.jpg

small_light-streaks-light-trails-long-exposure-1716134.jpg

thumbnail_light-streaks-light-trails-long-exposure-1716134.jpg

light-streaks-light-trails-long-exposure-1716134.jpg

User Experience for Railway Sector Development

Hyperloop Transportation Technologies (HyperloopTT) and Mormedi, the design and innovation company, today unveiled the design of an electric-powered cargo transportation system, autonomous electric trucks and hyperloop capsules created to revolutionize the freight transport industry.

Engineered to current industry standards, the HyperPort system is a plug-n-play solution for port operators capable of transporting containerized cargo hundreds of kilometers in minutes. The system can move 2,800 containers a day in an enclosed operating environment that eliminates at-grade crossings to increase reliability, efficiency and worker safety. HyperPort capsules can sustainably transport two 20-foot standard or high cube containers or one 40- or 45-foot container at airplane speeds.

“Using the same underlying technology as our passenger systems, the HyperPort can future-proof supply chains while returning valuable seaside real estate back to surrounding communities,” said Andres De Leon, CEO of HyperloopTT. “Our work with world-leading firms to move this technology forward is a significant revenue opportunity for port operators all around the world.”

![HTT_3-min.png](https://mormedi.com/cms/uploads/HTT_3_min_7f5876459e.png)
![HTT_1-min.png](https://mormedi.com/cms/uploads/HTT_1_min_b4109eac43.png)


**Redefining freight transport**
Mormedi designed the cargo capsule to meet the demanding technical and engineering requirements for high-speed freight transport between cities through HyperloopTT’s low-pressure tubes. The company also worked on a concept for ports to create a solution that reduces the vast amount of space occupied by containers in ports. Transporting cargo via HyperloopTT will increase the frequency by which containers can be released from ports and sent to their destinations. This way cities will both liberate useful urban space and reduce air pollution from port-related cargo movement.

Jaime Moreno, founder and CEO of Mormedi, said, “We are proud to be a member of this cutting-edge mobility collective. Our team of designers and engineers has worked hard to achieve an innovative and feasible design for the cargo capsule that will travel in the Hyperloop tube. By looking at the challenge of freight transport from a systems perspective, we have been able to design a concept for the autonomous integrated hyperloop ports that illustrates how cargo can be transported in a more sustainable and efficient way.”

**HyperPort**
HyperloopTT has created a joint venture company with the Port of Hamburg terminal operator Hamburger Hafen und Logistik Aktiengesellschaft (HHLA) to focus on using hyperloop technology for port and inland shipping container operations. The project will initially focus on the construction of a transfer station for testing purposes, as well as a 300 feet cargo route along with a special freight capsule and loading dock ([watch video](https://youtu.be/mfghCDa1Cok)).


large_HTT_3-min.png

medium_HTT_3-min.png

small_HTT_3-min.png

thumbnail_HTT_3-min.png

HTT_3-min.png

HyperloopTT and Mormedi reveal a sustainable freight transportation system

large_HTT_6-min.png

medium_HTT_6-min.png

small_HTT_6-min.png

thumbnail_HTT_6-min.png

HTT_6-min.png

Last week I had the chance to participate at the first version of [IAA MOBILITY](https://www.iaa.de/en/mobility/newsroom/press/press-releases/resounding-success-in-munich-iaa-mobility-established-itself-as-a-new-global-platform-for-mobility), erroneously known as the Munich Auto Show, since it is organized by the Association of the German Automobile Industry (VDA, for its acronym in German) and has been created to replace the traditional Frankfurt Motor Show, held biannually [since 1897.](https://es.wikipedia.org/wiki/Salón_del_Automóvil_de_Fráncfort)

The world is changing, and the VDA has realized it and taken action, achieving this year -still in pandemic- more than 400 thousand participants from 95 countries, 744 exhibitors, especially many young people, about 70% of the visitors were under 40 years of age.

It is no coincidence that they have been able to reach a millennial and GenZ audience. For the first time, this iconic event has ceased to be an activity in a fairground on the outskirts, and has been held both inside and outside the city, with the aim of being within reach of pedestrians, those who sometimes transport in shared cars, electric bicycles, ¨scooters¨, and that are transforming the world of mobility.
 
It has been interesting to see how luxury brands, which in previous years participated to show off their most ostentatious models, this year have opted for micro mobility, convenience, compact cars and electric motorcycles.

![Robotaxi Hyundai.jpg](https://mormedi.com/cms/uploads/Robotaxi_Hyundai_a9cb257d65.jpg)
![IMG-2328.jpg](https://mormedi.com/cms/uploads/IMG_2328_9e353b8e71.jpg)


The event also had a relevant presence of autonomous vehicles, such as the [Hyundai robotaxi.](https://www.hyundai.com/worldwide/en/brand/robotaxis) Another novelty was the presence of 3D printing with a new model of electric bicycle made with this technology. 

In addition to noticing an unquestionable presence of Chinese brands, I was struck by finding an entire pavilion with more than 75 brands of bicycles and scooters, as well as technology companies and mobility start-ups.

**“Back to basics” in urban mobility**
 
We are going back to basics, giving the cities back to those who travel by foot, scooters, bicycles -but this time they are electric and with a large drawer for the transport of last mile packages-. Clearly, we are aiming for cities with fewer cars, giving priority to slower vehicles. We are seeing it in Madrid, for example, where the maximum speed on one-way streets is 30km/h. [Paris has also done](https://elpais.com/clima-y-medio-ambiente/2021-08-29/paris-obliga-a-los-coches-a-echar-el-freno.html) it more drastically imposing this speed limit practically in the entire city.

Finally, just as the electric vehicle is establishing itself as the sustainable solution for cities, at this fair it has been seen how hydrogen is positioning itself as the alternative for heavier vehicles, with brands such as Quantron.

In short, IAA MOBILITY has achieved its mission of going from being an automotive fair to a mobility platform, bringing together important players in the future of mobility, in which luxury no longer prevails as the key element. Functionality, practicality, sustainability, and, above all, people, are becoming the center in this new mobility era. 


large_City transformer.jpg

medium_City transformer.jpg

small_City transformer.jpg

thumbnail_City transformer.jpg

City transformer.jpg

IAA MOBILITY, back to basics

large_IMG-2314.jpg

medium_IMG-2314.jpg

small_IMG-2314.jpg

thumbnail_IMG-2314.jpg

IMG-2314.jpg

Last week we enjoyed at the Mormedi headquarters the third edition of “Talking Futures”, our series of short conversations about trends that are changing the world and that expand infinitely into the future.

We were lucky to have the presence and opinion of Dimitris Bountolos, Chief Information & Innovation Officer at Ferrovial, a benchmark in the infrastructure sector.

In the conversation, based on our Trend Cards, Dimitris talked about the “Intelligent safety” trend after the questions our Director of Brand and Digital Strategy, Joe Lozano, asked him.

You can listen to the full interview on [Spotify](https://open.spotify.com/episode/1XUij67B7t5lqyB7ZHiJgl?si=aa3bd79e7c914dab) and on [Ivoox](https://www.ivoox.com/mormedi-talking-futures-dimitris-bountolos-chief-information-audios-mp3_rf_82839630_1.html), and watch it on our [YouTube channel](https://www.youtube.com/watch?v=MyND8vukA9k). Here we collect some interesting excerpts from what Dimitris shared with us.

**Why have you chosen this trend?**

Because it is the least sexy. Everyone talks about “autonomous driving”, everyone has very high expectations of the new “onboard retail”, closely linked to autonomous driving and allowing you to get away from the wheel, creating a space and use of it, and everyone tries to monetize it. But the component of how technology can be able to reduce accidents in a consistent way regardless of the method of transport is also a revolution. It seems that it has a second order of importance, it is not so evident, or it has fewer incentives, and we think that we have an additional responsibility.

We are spending a lot of time thinking about how we can make it easier for this improvement or extension of "safety" to come not only from the vehicles but also from the infrastructure, which was not usually an ally. And we are seeing how the ecosystem, that "situational awareness" or this amplification of information in which you can gain a few seconds of advantage in advance before an accident can be generated or you have a decision that is very complex for the human being… We are spending a lot of time on it.

**What are you doing?**

In different ways, from the infrastructure, turn it into an ally. (...) One of the first decisions is: why don't we digitize the infrastructure and in that digital replica begin to incorporate mechanisms that can give the vehicle an "amplified situational awareness"? Why are we not able to define a standard that transmits the information of traffic signs, static or dynamic, in advance?

What we did was embark on a project to digitize the physical infrastructure, define models in which we could simulate multiple scenarios, create algorithms in which, with our cameras and the "footprint" we have of years in our assets, we could identify which use cases we could be developing with a link to “safety”, and then train those algorithms, creating images and synthetic environments to improve some use cases.

What we realized is that we could make these use cases available through microservices or APIs and try to connect them to a value chain in which, when the vehicle was not yet ready, you could have a much more effective dynamic management in the panels, elevate that information to a control center to make much more robust decisions, connect with actors such as the browsers that today try, in a collaborative way, such as Waze and others, and get closer to the vehicle, which was the ultimate goal: that the vehicle, either with assistance or with an orchestration that uses that input to make a decision, such as slowing down or braking, will reduce the degree of freedom that today a human is unable to manage when you are putting pressure on them to socialize inside the vehicle or do things other than driving.

We have 14 or 15 use cases, from the simplest: an object in the middle of the highway, a kamikaze in the opposite direction, in an addition to a central road where there is a high density of traffic, to have the reference if I have to slow down or not, doing the calculation not by what I see but by what I tell you; and that can even make circumstances not so directly linked to safety but to the capacity of the road, moreover, improve.

**What do you think is the trend of smart cities today?**

Especially that there is a lot of sensitivity. The pressure to reduce the accident rate in mobility, interurban or urban, is increasing. It is inconceivable that we have smart devices that have not been applied to something as valuable as life. (...)

The cities already had a history of years trying to identify what mechanisms they could deploy. In intercity environments and arrival arteries it was not so common. There are standards, and this is very important. Today, to a large extent, car manufacturers have realized that the vehicle is increasingly a commodity and that the differentiation of one model from another model, of one brand from another brand, relies more on digital and less on the physical. (...)

The automobile industry has not made much sense for many years to develop its competitiveness through a product that is commercially differentiated from the point of view of service. And today, through digital, having recurring updates, being connected and waiting for things to happen during the life cycle of the vehicle is a “must”. The vehicle is worth more as time goes by or it is worth less if it does not incorporate certain issues.

**How do you see this trend in the medium term?**

I think it will incorporate more of the "behavioral" of the user, whether or not they have less and less involvement as a driver. I believe that the behavior patterns associated with what I do and how I do it, with a dynamic in which the camera inside has certain sensors to see if I am tired, tracking such delicate aspects as being affected by alcoholic substances that reduce your cognitive ability... is a complementary area to what I have told you. (...)

Today there are models in which "safety" can become a reward if you have objective patterns linked to acceleration, braking, the use of certain signals, anticipation when making certain gestures... There is a point of complicity with the driver in which being aware of what he is doing and knowing that he can have a reward and have passive elements that are monitoring him, and that this does not generate friction due to the exposure he may have, is a second evolution of what we are proposing.


large_PXL_20220216_175105067.jpg

medium_PXL_20220216_175105067.jpg

small_PXL_20220216_175105067.jpg

thumbnail_PXL_20220216_175105067.jpg

PXL_20220216_175105067.jpg

Talking Futures #3: Infrastructures applied to safety

We have been awarded, together with the multinational [Alstom](www.alstom.com), with the 2nd place at the prestigious international Design Value Award (DVA), for the pre-design research to improve passenger experience for future Cercanías Gran Capacidad commuter trains, offered to the Spanish railway operator [Renfe](https://www.renfe.com/es/es).

This award recognizes and values the development of an innovative approach, which emphasizes the improvement of the passenger experience on future trains. The strategic design and analysis of passenger needs has been a critical element in the development of this project and the subsequent award of this contract, the largest in the history of public rail transport in Spain.

To develop a proposal that would represent a qualitative leap in the experience of commuter passengers in large cities, we worked together with Alstom’s team in Spain to understand the real needs of all daily travelers on commuter trains: tourists, regular users, families, passengers with special needs, occasional, etc. This research was key to Alstom's subsequent design of the trains. Final design was led by Alstom's Advanced & Creative Design department.

![Alstom's X'Trapolis for Renfe 02.jpg](https://mormedi.com/cms/uploads/Alstom_s_X_Trapolis_for_Renfe_02_7d8e0b6da8.jpg)
![Alstom's X'Trapolis for Renfe 01.jpg](https://mormedi.com/cms/uploads/Alstom_s_X_Trapolis_for_Renfe_01_8aad220bfb.jpg)


“We are proud to have been part of this project, which we are sure will mark a watershed moment in the experience of the millions of passengers who travel by commuter trains every day. This award reflects that design, from a systemic point of view, makes it possible to improve people's day-to-day lives while contributing to the sustainability of businesses”, stated Jaime Moreno, founder and CEO of Mormedi.

“There are as many needs as daily travelers, and for all of them we share the same aspiration: that the trip is safe, comfortable, fast and connected. In the new high- capacity trains proposed, we have worked intensively to combine the needs of the user and the requests of an increasingly complex and demanding urban mobility in terms of capacity and reliability. The user studies and the improvement of the travel experience carried out with Mormedi was such a helpful tool to our Internal designers and have undoubtedly marked the success of this project”, highlights
Jaime Borrell, business development director at Alstom Spain.

The DVAs are awarded annually by the [Design Management Institute](https://www.dmi.org) (DMI), the oldest organization of this type in the world, and aim to recognize the value of design as a strategic asset that drives innovation, creativity, cultural change and above all contribution to business profitability.

You can find more about the project [here.](https://www.dmi.org/page/2021DVAAlstomMormedi)

large_Mormedi & Alstom DMI Awards.png

medium_Mormedi & Alstom DMI Awards.png

small_Mormedi & Alstom DMI Awards.png

thumbnail_Mormedi & Alstom DMI Awards.png

Mormedi & Alstom DMI Awards.png

Alstom and Mormedi win prestigious Design Value Award 

We live in a world that never stops. One of the main challenges for companies around the world, regardless of their industry, is to keep updated and, in parallel, prepare for the future. Complex, isn't it?

In Mormedi we have a very useful tool for this, our Trend Cards. 

How do they work?

It is a set of cards from different sectors - Mobility, Banking, Sustainability and The Future of Work - that allow us to anticipate the future through the analysis of emerging trends that will transform industries and the world in general. 

![SustainabilityTC.jpg](https://mormedi.com/cms/uploads/Sustainability_TC_4ec19382a6.jpg)
![BankingTC.jpg](https://mormedi.com/cms/uploads/Banking_TC_ea2ac45abc.jpg)
![Mobility_TC.jpg](https://mormedi.com/cms/uploads/Mobility_TC_4d9fbc97a4.jpg)


The idea is to facilitate a dynamic that allows us to understand the changes that are happening in the present; discuss the current situation of a company, what is it doing with respect to this trend? Each set of cards has more than 40 trends that we update year by year; and finally, to anticipate the future and think of new opportunities, our Trend Cards provide some ideas to start this conversation, where there are no limits!

If you are interested in learning more about how Mormedi can help you prepare for the future through Trend Cards, contact us at laura@mormedi.com. 

To familiarise yourself a little more with this tool, we invite you to listen to our podcast "Talking Futures". 



large_Trendcards1.jpg

medium_Trendcards1.jpg

small_Trendcards1.jpg

thumbnail_Trendcards1.jpg

Trendcards1.jpg

How to anticipate the future through our Trend Cards

large_Trendcards .png

medium_Trendcards .png

small_Trendcards .png

thumbnail_Trendcards .png

Trendcards .png

At Mormedi, we believe in insight-driven innovation, which means that we begin our projects with a Discovery phase. This phase allows us to delve deeply into unmet user needs and identify real market opportunities

By cross referencing both qualitative and quantitative data—from a user, technology and business perspective—gives Mormedi’s Strategic Design Methodology a solid foundation on which to build game-changing new products and services.

### __Mitsubishi Electric__

Mitsubishi Electric approached us to help them formulate a global product strategy to design and commercialize the next generation of elevators, taking into account the cultural context and local needs of key markets across the globe.

For almost two years, we partnered with Mitsubishi Electric to research the socio-cultural, aesthetic, and technological factors affecting the elevator provider selection process. We used our global network to gain interviews with experts in numerous markets across Asia, Europe, and North and South America.

From this research we created a global product strategy proposal, complete with design guidelines for implementation, which are being used in the design of the new generation of Mitsubishi Electric elevators.

> __Hundreds of buildings visited and expert  
 and user interviews carried out over 2 years__

### __Jamco (Aircraft interiors manufacturer)__

Combining our knowledge of the business class market and our design strategy methodology we created a specification for seat supplier Jamco to guide the development of their new staggered seating product.

Mormedi utilised a four-stage research method. Research was conducted into trends and technologies, a series of interviews were conducted with multiple airlines, frequent flyers and internal Jamco employees. Alongside this, a detailed benchmarking process of 16 competitor seats was created.

The information collected led to a comprehensive set of design guidelines, based on an opportunity map and user typologies, plus a product strategy roadmap to ensure the best possibility of success for the product.

> __16 competitor products analysed, rated, and benchmarked__
>
> __15 external stakeholders interviewed:__
>
> __8 airline executives, 5 frequent flyers, 2 OEM executives__

Other client engagements that Mormedi has completed include the following:

*   A company asked Mormedi to design a 10-year strategic roadmap to reflect the evolution of a specific type of electronics in terms of service, digital interaction, user experience and industrial design. We explored 60 trends, interviewed 19 end users, and analysed 6 competitors.
*   A major manufacturer asked Mormedi to help identify new business opportunities. As part of that research we analysed over 700 start-ups, dozens of social trends, as well as best practices from across industries.
*   A financial institution asked Mormedi to help identify new business opportunities. As part of that research we analysed over 40 consumer trends and carried out focus groups across the globe.

### __Conclusion__

Our strength in global trend, business, and consumer research is what sets Mormedi apart. By basing our designs and recommendations on in-depth industry knowledge and customer research, we are able to consistently create solutions with powerful, differentiated, and validated value propositions.

If you are interested in learning more about how Mormedi’s global research and strategic design capabilities can help your company succeed, please contact us on madridHQ@mormedi.com.



large_action-plan-brainstorming-complex-212286-1.jpg

medium_action-plan-brainstorming-complex-212286-1.jpg

small_action-plan-brainstorming-complex-212286-1.jpg

thumbnail_action-plan-brainstorming-complex-212286-1.jpg

action-plan-brainstorming-complex-212286-1.jpg

Global research: The key ingredient in insight-driven innovation

![](https://mormedi.com/cms/uploads/logo_tourism_tech_adventures_a9f624486c.png)

The second UN World Tourism Organisation (UNWTO) Tourism Tech Adventure took place in Santiago, Chile on 10 July 2019. I was asked to be on a panel titled “The future of work in tourism: Are we prepared?” to talk about the changes being demanded in travel and tourism from a customer experience perspective, while other panellists weighed in on the future of work (another subject of great interest to me; you can see a short interview about that [here](https://www.linkedin.com/feed/update/urn:li:activity:6544956545212514304).)

The changes that I see coming in travel and tourism fall under two main categories: creating __cohesive__ & __personalized__ experiences.

![](https://www.mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/07/PHOTO-2019-07-10-20-19-47.jpg)

##### __Cohesive customer experiences__

I believe that more and more, customers expect that their “journey”—in both the literal and metaphorical sense—will be seamless.

In the literal sense, this means that we will see an increase in multimodal travel solutions; whether this means that travel aggregators, such as [Wondo](https://www.mormedi.com/en/wondo/), will seek to do a better job of offering journeys door-to-door, or we will see more cross-industry convergence and collaboration, such as the story that broke a few months ago that Audi and Airbus are teaming up to offer flying taxis.

In the metaphorical sense, tourism and travel brands must up their games to offer a coherent customer experience across all touchpoints throughout the customer journey, from discovery online through to purchase and the tangible and intangible aspects of the experience itself: the service, the space, and the physical and digital artefacts that customers will interact with.

>  
> I believe that more and more, customers expect that their “journey”—in both the literal and metaphorical sense—will be seamless.
> 

#### __Personalised customer experiences__

A point that kept coming up from many of the panellists was the need for greater personalisation in the travel and tourism experience.

I believe that the need for personalisation means that travel and tourism experiences can and should become more accessible, incorporating the principles of universal design, especially as populations age. In addition, as the demographics and geographic origin of travellers change, this universal accessibility will also need to be bolstered by a greater ability to cater to personal preferences, including a range of cultural expectations. We have worked on improving the capturing and actionability of customer preferences for clients such as [Meliá Hotels International](https://www.mormedi.com/en/case-study-melia-app/).

And here in lies an opportunity for both the small, local experience provider as well as the travel and tourism giants: people want _personal_ and _personalised_ experiences that only local people can provide, and they also expect that the global companies that have a lot of data on their preferences—whether it be an airline, hotel, or travel portal—is able to provide an experience and recommendations that are exactly attuned to their needs.

![](https://www.mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/07/PHOTO-2019-07-10-20-19-49.jpg)



large_PHOTO-2019-07-10-20-19-47.jpg

medium_PHOTO-2019-07-10-20-19-47.jpg

small_PHOTO-2019-07-10-20-19-47.jpg

thumbnail_PHOTO-2019-07-10-20-19-47.jpg

PHOTO-2019-07-10-20-19-47.jpg

The Future of Travel and Tourism: Creating Experiences that are Cohesive and Personalised

![](https://mormedi.com/wp-contenthttps://mormedi.com/cms/uploads/2019/05/cellphone-close-up-data-1638780.jpg)

In 1907 the Parisian newspaper Le Matin threw a challenge on front page: _“What needs to be proved today is that as long as a man has a car, he can do anything and go anywhere.”_

The car was born with the potential to provide the human freedom of mobility. To transform this potential into reality it was necessary for the new product become universal and available to everyone. In the early years it had to be feasible, inexpensive and useful. Then it should be developed providing the user things that fit with new ways of living. 

In this “Hoy se habla de…” session we observe ten cars that brought great innovations from design, general conception of the object level or at the level of functionality particular solutions. We could all buy cars and in many cases may go unnoticed because they were so good they were integrated naturally into the lives of people who used them.

__Itala 40hp:__ five teams responded to the challenge of “Le Matin”. The Italian Itala of Prince Scipione Borghese was the first to reach Paris after 60 days, showing that, indeed, if a man has a car can do whatever he wants, get anywhere. 

__Citroën 2CV:__ The briefing said several things clear. To put the car within the reach of everyone it should be very cheap … and to be able to carry a basket of eggs through any field without breaking any. Creativity and capacity of innovation to transfer knowledge from other fields were crucial.

__Austin Se7en__: The aim was to build a car around the smallest space in which four people can sit decently, to be lightweight and little consumes. Hence very small wheels and placed on the ends, suspensions reduced to a minimum, engine positioned transversely below gearboxâ€¦ 

__Land Rover Series:__ The idea was just to re-start factories after the devastating World War II. It wasn´t even considered as a car but an ultra-simplistic kind of a tractor intended for agricultural use. Then in the real world was so appropriate that was only in 2016 when production came to an end. Its first slogan was _“the Go anywhere vehicle”._

__Fiat Panda:__ A compendium of product design and a proof that customers are always favourable to real innovation. Giugiaro went to essentials when projecting the Panda, in several fields: vehicle architecture, manufacturing processes, final customer everyday utilization. Nobody cared about it being handsome, yet still captured more than 5 million hearts in a career spanning 23 years.

__Renault Scenic:__ Renault had relied on the van to bring into production the Espace concept in 1984, but the ultimate success came twelve years later when they applied that concept to the most popular car market segment, the compact. By raising the cabin a few centimeters allowed freedom from interference with mechanical parts and devote passengers a wider and more open space.

__Mercedes Clase A:__ When Mercedes Benz decided to expand its range down were not afraid to risk. They questioned the conventional mechanical architecture anda managed to replicate the security and breadth of its older brothers. The engine tilted 45 degrees so it can slid under the floor protecting occupants in a crash is just one example of the genius of its conception.

__Fiat Multipla:__ One of the most sensible car ever designed. Very comfortable, plenty of light and intelligently furnished room for six adults in two rows, plus luggage, in just 3,99 meters. User centered design at his best for a brand-new travelling experience.

__Smart:__ Mercedes was on fire. Not having enough taking all the risk with the A-class they went also for an even more radical proposal. It shook the roots of urban mobility with a 2,5 meter car. It lived hard times when launched, but quality, safety and big doses of common sense would eventually conquer the market all over the world.

__Renault Avantime:__ Renault had succeeded in applying the minivan concept in all market segments and decided to go for broke. If space is a luxury, it was an irrefutable idea of applying it in a high class car. Perhaps, as its name seems to announce, it was ahead of its time.



large_cellphone-close-up-data-1638780.jpg

medium_cellphone-close-up-data-1638780.jpg

small_cellphone-close-up-data-1638780.jpg

thumbnail_cellphone-close-up-data-1638780.jpg

cellphone-close-up-data-1638780.jpg

Real Innovation Hidden Beneath the Ordinary

large_Torror_Header.jpg

medium_Torror_Header.jpg

small_Torror_Header.jpg

thumbnail_Torror_Header.jpg

Torror_Header.jpg

One of the world's leading e-scooter manufacturers wanted a brand new, innovative electric vehicle for the urban environment

large_Torrot_6-min.png

medium_Torrot_6-min.png

small_Torrot_6-min.png

thumbnail_Torrot_6-min.png

Torrot_6-min.png

Torrot asked Mormedi to create a new, fully electric vehicle that responded to the unmet needs of urban users. 
In just 10 months, Mormedi created a vehicle from scratch that has carved out a new niche. The Velocipedo has achieved 6,000 pre-orders vs. projected first year sales of 3,000 units.

# The Challenge
Torrot challenged Mormedi to createa new electric vehicle specifically adapted to the real conditions ofurban life. 
Mormedi sought to develop a vehicle that was attractive to people that wanted to find a better solution to getting around the city. 
The result had to be so convincing that it could persuade users of motorcycles, cars and public transportation to consider this product. 

![IMG_0042 copia.jpg](https://mormedi.com/cms/uploads/IMG_0042_copia_e6bf77c47e.jpg)
![IMG_0034 copia.jpg](https://mormedi.com/cms/uploads/IMG_0034_copia_347878071b.jpg)

![Torror_Body1.jpg](https://mormedi.com/cms/uploads/Torror_Body1_1d32adc89b.jpg)
![Torrot_3-min.png](https://mormedi.com/cms/uploads/Torrot_3_min_06275e3cfa.png)

![Torror_Body5.jpg](https://mormedi.com/cms/uploads/Torror_Body5_080caea888.jpg)
![Torror_Body3.jpg](https://mormedi.com/cms/uploads/Torror_Body3_5d5d52b894.jpg)

![Torror_Body7.jpg](https://mormedi.com/cms/uploads/Torror_Body7_842da20be0.jpg)
![Torror_Body4.jpg](https://mormedi.com/cms/uploads/Torror_Body4_2bdd83a140.jpg)

![Torror_Body8.jpg](https://mormedi.com/cms/uploads/Torror_Body8_d61643a994.jpg)
![Torror_Body9.jpg](https://mormedi.com/cms/uploads/Torror_Body9_42558d6f27.jpg)

![Torrot_4-min.png](https://mormedi.com/cms/uploads/Torrot_4_min_9db38a6262.png)

# Our Approach
In order to carve out a real niche within urban mobility, Mormedi went about identifying the difficulties, concerns and desires of potential users. 
The research and strategy phase of the project established that the vehicle had to be truly practical: agile, safe, comfortable, connected and universal. 
Mormedi then used these insights as the basis for an iterative design process from initial concepts through to prototypingand user testing. 



Home_Case Studies_Torrot_Horizontal-3.mp4

The Torrot Velocípedo: The Ultimate Urban?
“The bike was revealed at EICMA in Milan, and has been quite a surprise. It is a unique three-wheeled vehicle, 100% Spanish, and is so original

 Mormedi designed a three-wheeled electric, connected vehicle for Torrot

large_Torrot_1-min.png

medium_Torrot_1-min.png

small_Torrot_1-min.png

thumbnail_Torrot_1-min.png

Torrot_1-min.png

Home_Case Studies_Torrot_Vertical-3.mp4

The HyperloopTT collective needed to design a sustainable freight transportation system to provide a solution to the transport problem situation

large_HTT_5-min.png

medium_HTT_5-min.png

small_HTT_5-min.png

thumbnail_HTT_5-min.png

HTT_5-min.png

![IF Product Design 2022.png](https://mormedi.com/cms/uploads/IF_Product_Design_2022_1662a0f943.png)

As part of the HyperloopTT collective, Mormedi has designed a cargo transport system and iconic capsule that will change freight haulage forever.

# The challenge
With global adoption of digital technology and the emergence of new markets, the international trade is flourishing, requiring more and more cargo capacity every year. Many main ports are currently running at maximum capacity, while rail & road transport are increasing their delivery times, increasing uncertainty levels. Furthermore, it is estimated that by 2030 there will be a +50% traffic increase and +70% global freight volume increase.

Commited with this problem, as a part of the Hyperloop Transportation Technologies (Hyperloop TT) global mobility collective, Mormedi was in charge of designing the entire end-to-end journey for freight haulage, from the process by which containers would be inserted into the capsule to envisioning feasible ways of integrating Hyperloop into current port systems.

Mormedi also designed an iconic cargo transportation capsule, as well as an autonomous vehicle that could move containers into the Hyperloop capsule.

![1.jpg](https://mormedi.com/cms/uploads/1_a1ab617db8.jpg)
![Hyperloop Estrategia 2-03.jpg](https://mormedi.com/cms/uploads/Hyperloop_Estrategia_2_03_2be46111c3.jpg)
![2.jpg](https://mormedi.com/cms/uploads/2_68e94920bb.jpg)

# Our approach

Mormedi developed an approach in close collaboration with the Hyperloop TT team for over 12 months, in order to leverage Hyperloop’s technology to integrate x-to-end cargo solutions and improve at systematic level the infrastructure, environmental and economic challenges detected today.

The project was carried out in two phases: research and design. 

During the research phase, Mormedi carried out an in-depth investigation of Hyperloop’s project in order to map the whole product journey, its technical needs, and the technology inside to solve the pain points of the industry.

During the design phase, Mormedi’s industrial designers and engineers developed several concepts for the freight capsule, including different loading systems. Mormedi designed plans for how cargo should work within Hyperloop, and how Hyperloop could be feasibly implemented within existing port infrastructure.









hyperloopttvideohomeweb.mp4

"We are proud to be working with a world-class design partner such as Mormedi to bring the HyperloopTT cargo solution to life. 

We are on track to move both people and cargo more quickly, cheaply, and sustainably than any of the alternatives.”


Disrupting cargo transport with HyperloopTT

large_HTT_1-min.png

medium_HTT_1-min.png

small_HTT_1-min.png

thumbnail_HTT_1-min.png

HTT_1-min.png

large_Renfe_5-min.png

medium_Renfe_5-min.png

small_Renfe_5-min.png

thumbnail_Renfe_5-min.png

Renfe_5-min.png

RENFE Cercanías wanted to make the design of its trains and train stations consistent, and align stations under its new corporate image

large_Renfe_6.png

medium_Renfe_6.png

small_Renfe_6.png

thumbnail_Renfe_6.png

Renfe_6.png

RENFE Cercanías—the state operator of commuter trains and stations in major Spanish cities—entrusted Mormedi with the redesign of its environment, including stations, train carriages, signage, and in-station flow. 
Mormedi created an experience that was consistent and more adapted to the needs of all travelers, including the aged, those with disabilities, and people carrying luggage.

# The challenge

RENFE Cercanías wanted to make the design of its trains and train stations consistent, and align stations under its new corporate image. Mormedi wanted to combine this corporate goal with a design that was much more human-centred.

![renfe_desafio_b.jpg](https://mormedi.com/cms/uploads/renfe_desafio_b_b260c9768c.jpg)
![Renfe_2-min.png](https://mormedi.com/cms/uploads/Renfe_2_min_df4e3c76ef.png)
![Renfe_3-min.png](https://mormedi.com/cms/uploads/Renfe_3_min_4427b1d03f.png)




# Our approach

Mormedi analysed existing stations and explored the expectations of all travellers, including the aged, those with disabilities, and those with luggage. Other important inputs were the branding expectations of the company, sustainability, safety, and adaptability to new technologies. 





Creating a modern user-friendly train station experience for RENFE Cercanías

large_Renfe_1-min.png

medium_Renfe_1-min.png

small_Renfe_1-min.png

thumbnail_Renfe_1-min.png

Renfe_1-min.png

large_Nissan_Footer.png

medium_Nissan_Footer.png

small_Nissan_Footer.png

Nissan_Footer.png

Nissan needed to understand the future of in-vehicle infotainment (IVI) systems

Mormedi worked with Nissan to help the company understand the future of in-vehicle infotainment (IVI) systems, and to design cutting-edge proposals for the luxury Infiniti brand.

# The challenge 

Software and connectivity are going to be major drivers of differentiation and premium pricing. Nissan  therefore wanted Mormedi to help it understand
the current and future trends in in-vehicle infotainment, and design UX/UI proposals for the upcoming models of Nissan's premium Infiniti brand.

![Nissan_01.png](https://mormedi.com/cms/uploads/Nissan_01_ea68bbe578.png)
![Nissan_02.png](https://mormedi.com/cms/uploads/Nissan_02_c8b6093946.png)
![Nissan_03.png](https://mormedi.com/cms/uploads/Nissan_03_d6108e03b3.png)


# Our approach 

Mormedi carried out in-depth user research and investigated how different generations interacted with cars, and what they expected from IVI systems. In addition, a thorough benchmarking exercise was done to see how other makers were approaching the issue, and an exploration of applicable technologies. Based on this data, Mormedi designed cutting-edge proposals, including prototypes and implementation roadmaps.


Designing the next generation in-car UI

Mobility

Mobility

Connected Services

Financial

Smart spaces

Consumer products

Some clients